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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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--------------------------- POP QUIZ! ------------------------------------
Setting goals is an important way for managers to get things done in their organizations. Reflect for a few moments on what you have learned in this chapter; then ask yourself the following questions:
1. What process of goal setting do you follow?
2. What do you do to involve your employees in the goal-setting process?
3. How do you keep track of employee progress toward achievement of their goals?
4. In what ways do you support your employees in their efforts to achieve the organization’s goals?
5. In what ways are employees held accountable for achieving goals in your organization?
Using Delegation to Your Advantage
IT'S A NEW WORLD OUT THERE . . . Delegation and . . .
How it helps managers to get things done through others. How delegation can make you a more effective manager. The good and the bad of delegation.
An easy method of delegation.
Things you should and shouldn't delegate.
Keeping in touch with those to whom you delegate.
No manager is an island; it takes the work of a team of people—all working toward common goals—for an organization to achieve great things. So, despite the urge to try to do everything in an organization, effective managers know they can achieve far more—faster and more efficiently—by assigning specific tasks to their employees. Managers assign the responsibility for completing tasks through delegation.
But simply assigning tasks and then walking away is not enough. For delegation to be effective, managers must also give employees both the authority and the resources necessary to complete tasks effectively. One key measure of a manager’s effectiveness lies in the ability to get things done through other people—a prime ingredient for success. And an inability to delegate undermines your effectiveness as a manager more than anything else, short of embezzlement or physical abuse.
Skillful delegation is a win-win activity. By being a good delegator, you prepare yourself for promotions and train someone who could take your place so you can move up. By delegating, others do much of the day-to-day work in your organization, freeing you up to manage, plan, and take on the kinds of jobs that only you can do as a manager. Not only that, but as your employees develop a broader range of skills as a result of having tasks delegated to them, they are likely to be more satisfied and ready to move up the organization with you. This, in turn, builds trust, enhances your career potential, and improves your organization’s bottom line.
Delegation skills can make or break a manager’s career. Effective delegation produces managers who, rather than being overloaded, are able to take on larger jobs in the organization and are more satisfied and better paid than those managers who don’t delegate effectively.
The Management Bible
So why do so many managers have such a hard time delegating? As
you might imagine, there are a variety of reasons, including:
• They are too busy and just don’t have enough time.
• They don’t trust their employees to complete their assignments correctly or on time.
• They don’t know how to delegate effectively.
Still not convinced that delegation is the right way to go? Okay. Consider the following list of reasons why delegation is all that—and more:
• Your success as a manager depends on it. The fundamental job of a manager is to get things done through others. When you’re doing everything yourself, you’re not getting things done through oth-ers—and you’re setting yourself up for failure in a very big way.
• You can’t do it all. We suspect that unless you live in a cartoon universe, you aren’t Superman and you’re not Wonder Woman. You cannot do everything yourself—it’s just not possible, and you shouldn’t even try.
• Your job is to concentrate your efforts on the things that you can do and your staff can’t. As a manager, there are certain tasks that you are uniquely qualified to do, whether it’s reviewing and approving budgets, pulling together a sales conference, or heading up a group of industry leaders on a trip to China. It’s best for you to focus on doing your job, while you let your employees do theirs.
• Delegation gets workers in the organization more involved. Employees who are not allowed to play a role in the decisions that most closely affect them are employees who disengage from their organi-zations—going through the motions until they either quit (in favor of a company that does allow them to be involved) or retire. By delegating tasks to workers, you’ll keep them engaged in their organi-zations—making them more effective employees in the process.
• Delegation gives you the chance to develop your employees. Every employee needs opportunities to learn new things and take on new tasks if they hope to progress in the organization and gain new responsibilities and promotions. What better way to help your employees develop their career skills than by delegating tasks to them? Not only do you win, but so do your employees.
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